2. Project management history Project management defined Team dynamics Project management mechanics Project manager qualities Project estimating Contracting Risk assessment Financials Deter - Detect - Delay - Deny 2 Agenda
3. “A project is a temporary endeavor undertaken to create a unique product or service” PMBOK 2001 “Any undertaking that has a definite, final objective representing specified values to be used to satisfy some need or desire”. Cleland Deter - Detect - Delay - Deny 3 Project Defined
4. Project Management is the application of knowledge, skills, tools and techniques to meet project objectives. PMBOK 2001 Deter - Detect - Delay - Deny 4 Project Management Defined
5. Kerzner believes successful project management will yield the following: Projects completed within the allotted time and budget Systems having the desired performance level Assigned resources are used effectively and efficiently Customer acceptance Deter - Detect - Delay - Deny 5 Project Management Defined
6. “A program is a group of projects managed in a coordinated way to obtain benefits not available from managing them separately.” PMBOK 2001 “Operations are ongoing work, similar to programs, with a reduced sense of benefit.” Kerzner Deter - Detect - Delay - Deny 6 Programs and Operation
12. Temporary Limited time frame Definite beginning and end End is when the objectives are met or, It is clear that the objectives cannot be met Unique Something that has not been done before May be unique even if the category it belongs to is large Deter - Detect - Delay - Deny 12 Project management definitions
13. Developing a new fighter jet Bringing a new drug to market Installing a security system Programming a DVR Deter - Detect - Delay - Deny 13 Project definitions
14. Time Processes required to ensure timely completion of the project Cost Processes required to ensure the project is completed within budget Quality Includes all the process required to ensure the project will satisfy the needs for which it was undertaken Deter - Detect - Delay - Deny 14 Project definitions
15. Activity definition Activity sequencing Activity duration estimating Schedule development Schedule control Deter - Detect - Delay - Deny 15 Time
18. Project manager Management team Subcontractors Sales team Consultants Customers Deter - Detect - Delay - Deny 18 Stakeholders
19. An MS Project gantt chart is not a WBS Base line planning document If it is not in the WBS it is not in scope Deter - Detect - Delay - Deny 19 Work breakdown structure
20. Time oriented display of activity Activity along the left Calendar along the top Duration represented by bars Deter - Detect - Delay - Deny 20 Gantt or Bar chart
21. Critical path method (CPM) Used to predict project duration Analyze the activities with the least amount of scheduling flexibility Late start Early finish Deter - Detect - Delay - Deny 21 Network diagram
23. No shortage of literature on team dynamics The Joiner Team Handbook is the best there out there Deter - Detect - Delay - Deny 23 Managing the project team
24. Team building stages Forming Feelings Behaviors Storming Norming Performing Recipe for a successful team Clear goals Continuous improvement Clear roles Clear communication Beneficial team behaviors Well defined decision process Established ground rules Awareness of group process Use scientific approach Deter - Detect - Delay - Deny 24 Highlights from the Team Handbook
26. Late 1800’s Faced with large projects Unprecedented amounts of raw materials Managing 1000’s of laborers Transcontinental railroad Deter - Detect - Delay - Deny 26 Project management history
27. Early 1900’s Demand for harder and longer hours from workers force science of efficiency WWI, New deal projects Gantt chart developed around 1900 PM unchanged for almost 100 years Deter - Detect - Delay - Deny 27 Project management history
28. Late 1900’s WWII Shrinking war time labor New organization Pert chart Critical Path Methodology (CPM) Highly complex projects for military, industrial, construction Deter - Detect - Delay - Deny 28 Project management history
29. Today Internet based systems Global resources working in real time Deter - Detect - Delay - Deny 29 Project management history
52. Understand and interpret the scope of work to the project team Continually validate scope with customers Continually search for ways to reduce costs Plan project phases and tasks Manage cash flow Coordinate sub-contractors Communicate to the stakeholders Deter - Detect - Delay - Deny 36 Tactical tasks
53. Project leader Administrator Coordinator Politician Advocate for the firm and the customer ? Deter - Detect - Delay - Deny 37 Qualities of a Project Manager
54. The project manager is responsible for Project definition Project planning Project implementation Project closing The PM must make sure the project is On time Within budget Within scope, and Meets customer expectations Deter - Detect - Delay - Deny 38 Project manager summary
55. Security equipment specifications Tools and techniques Risks associated with estimating Inputs to an accurate estimate Deter - Detect - Delay - Deny 39 Estimate security projects
56. Removed from electric subsystem Now they are considered under Division 28 Deter - Detect - Delay - Deny 40 Specifications
57. Order of magnitude Expert judgment -25% to +75% Parametric modeling Cost /sq ft, budgetary -10% to +25% Bottom up Cost of individual items -5% to +10% Unit price -5% to +5% Deter - Detect - Delay - Deny 41 Cost estimating techniques
58. Scope Loosely defined scope No specs Poor requirements Time Rushed timeline Unanticipated overtime Quality Customer asks for work beyond scope without change order Other Legislative requirements Might change during project Deter - Detect - Delay - Deny 42 What can affect your estimates?
59. “Make it up on the next job” Poor scope interpretation Inaccurate WBS Rework Optimistic schedule ? Deter - Detect - Delay - Deny 43 Estimating risks
61. List resources required for each WBS item Need resource quantity Need resource cost Resource types Equipment Labor Subs Special tools Deter - Detect - Delay - Deny 45 Resource requirements
62. Unit price for each resource Consider using burdened labor rate Deter - Detect - Delay - Deny 46 Resource rates
63. Use standard labor for installation NECA manual Man hours 16 man hours = 2 techs for 1 day Deter - Detect - Delay - Deny 47 Activity duration
64. How much did this cost in the past? Use it as a check rather than lead estimating tool Deter - Detect - Delay - Deny 48 Historical information
65. General conditions Bid bond Performance bond Insurance Workman’s comp Permits Performance Contract types RFP Fixed price Cost re-imbursement Time and materials Deter - Detect - Delay - Deny 49 Contracting
66. First step to manage security risks Evaluate the likelihood that a threat will be successful, and then considers The potential severity of if the event comes to pass The objective is to identify Hazards Threats and vulnerabilities Deter - Detect - Delay - Deny 50 Security vulnerability assessment
67. Evaluate countermeasures to provide protection to the Public Employees National interests Environment Countermeasures come in the form of CCTV Intrusion detection Access control Barrier technology Lighting Policy Deter - Detect - Delay - Deny 51 What does a firm do with the results?
72. NFPA 101 (National Fire Protection Association) Highlights AHJ Fire exit hardware (exit doors should get your full and undivided attention) Means of egress (NFPA chapter 7, IBC ch. 10) Area of refuge Deter - Detect - Delay - Deny 56 Life safety codes
73. NFPA – 70 National electric code NFPA – 72 National fire alarm code NFPA – Standard for emergency and safety power systems NFPA – 730 Premise security UL924 – Standard for safety emergency lighting and power UL325 – Gate operators ASTM F-1184 and F-2200 – posts and gates Deter - Detect - Delay - Deny 57 Other governing codes
74. Markup vs. margin Earned value Change order Deter - Detect - Delay - Deny 58 Project financial management
75. Markup vs. Margin Markup is cost plus a % Don’t use it Margin is preferred Deter - Detect - Delay - Deny 59
76. Comparison of Budgeted value of work (Planned value, PV) Earned value, function of Percentage complete and Planned value Actual cost Deter - Detect - Delay - Deny 60 Earned value measurement
77. Cost variance Measurement according to budgeted amount in terms of Dollar amount over/under % of budget over/under Schedule variance Measurement according to scheduled activity in terms of Time over/under schedule % of time over under Deter - Detect - Delay - Deny 61 Earned value measurement
78. Cost performance index Less than 1 means over budget Greater than or equal to 1 is on budget Schedule performance index Less than 1 means behind schedule Greater than or equal to 1 is on schedule Deter - Detect - Delay - Deny 62 Earned value measurement
